Training Needs Analysis - Literature review Example

Training Needs Analysis Table of Contents Training Needs Analysis Introduction 3 Review of the Literature 4 Implications of the Literature 7 Conclusion 8 Reference 10 Introduction The increasing need for effective training does not remain restricted to a particular type of industry or a certain size of the organization. It might appear to be an obvious essential for a large organization which uses the latest of technologies, but it can also be an absolute necessity in the smaller and traditional organizations. This is because of the fact that in a large organization, a single untrained employee might not have significant impact on the overall result, however in a small organization of four members, one single employee would account for 25% of the workforce (McConnell, 2003, p.1). The rapid economic changes, globalization and advancement of technology have generated various types of training needs in organizations. However, it has been increasingly realized that effective training can only be possible through accurate analysis of the training needs and requirements. Conducting training needs assessment is particularly important for protecting the assets of the organization and also assuring that resources are set aside for addressing the training issues and reserved and used for that particular purpose only (Barbazette, 2006, p.6). The paper tries to present a critical analysis of the aspect of training needs assessments in organizations by presenting the various arguments of authors for or against the topic. The arguments would primarily aim at determining whether training is the appropriate solution for a performance deficiency. If increasing the employee’s skills and knowledge does not help to resolve a crisis then training would not prove to be helpful. This calls for the need for assessing the training needs and requirements in order to ensure that the resources are put to appropriate use and are not wasted. The paper would also present the suggestions for removing possibilities of training deficiencies in organizations. Review of the Literature Training theorists and academicians have realized the analysis of training needs as a function which is integral to the training programs in organizations. In order to utilize the resources effectively it is crucial to determine the exact location, scope and magnitude of the needs for training. The researchers have put forth the fact that there is no justification for investing in the training programs if they do not result in improving or enhancing the efficiency of the workforce (Moore & Dutton, 1978). Training needs analysis is considered to be the first step in the cyclical process contributing to the overall educational and training strategy of the staff in organizations. The process begins with the systematic consultation for identifying the learning needs of the staff followed by the program planning, delivery and evaluation. Research conducted on micro level and macro level training needs revealed that despite their small scale and limited scope training needs initiatives at the micro level demonstrated more methodological vigour and laid greater emphasis on the perspectives of shareholders in order to generate such findings which would be able to influence the remaining part of the training cycle positively (Gould, Kelly & White & Chidgey, 2003). In 1952, Mahler and Monroe made a study of the determination of the needs for training in the industry and showed that most of the methods of analysing training needs were informal. Only about one out of every ten companies reported to be using systematic approaches for determining the training needs. Observations, management requests, and discussion with superiors were among the most commonly used techniques for determining the needs. Wood, (1939) noted that that questionnaire could be considered as an effective way of determining training needs but was of the conclusion that there was very little evidence which showed application of the research methods for need determination. A BNA survey conducted in 1962 showed that 41% of the organizations only used analysis of performance in the job and observation for determining their needs for training. However, according to the report in 1969, the use of these methods were found be done in more systematic manner. This demonstrated a gradual movement of firms towards more scientific and formalized techniques of operations (Moore-a & Dutton, 1978). At the organizational level the need for training needs assessment is greatly increased as the concept of organizational development has gained acceptance recently. This consequently requires more data on individual and workshop functioning aggregated at the organizational level. Thus the importance of the need for training needs assessment has increased in terms of the organization’s overall functioning and analysis. It is suggested that for determining training needs in organizations it is important to identify the expected level of performance. Operations analysis or management by objectives (MBO) are some of the tolls which would be helpful in providing this information. Job specifications and descriptions, job observations, and behaviourally anchored rating scales detect and specify the requisite and expected level of performance for every job. Continuous MBO or man analysis would be effective in monitoring the present or actual levels of performance. Tests, questionnaires, interviews and individual performance appraisals are some of the methods which generate performance levels using which every employee can be evaluated and compared against his own performance criteria (Moore-a & Dutton, 1978). Theoretically training programs are meant to fill the gaps existing between the actual and the desired levels of performance. Gilbert, (2011) and Mager and Pipe (1920), however do not agree to the training needs assessment ending with this discrepancy. Rather it is only perceived as the beginning of the basis of real foundation of the needs assessment (Moore-a & Dutton, 1978, p.10). In fact they do not agree to the fact that this discrepancy between the actual and the desired performance could be referred to as a problem. They are of the opinion that the discrepancy must not always be interpreted as a training problem and that its solution might not always be achieved through education and training. In order to come to the solution or resolve the problem or discrepancy it is important that organization do not just look at the symptoms but rather have a close look at the problems themselves (Moore-a & Dutton, 1978, p.10). Some of the most prominent questions which must be considered for resolving the crisis would be to understand if the problem is primarily due to skill crisis and shortage. It is also important to investigate whether the employee possesses such skills and expertise which is required to perform in the job. A major emphasis would be to analysis if this employee is perfectly motivated, in terms of rewards and compensation to perform the job. Other important aspects would be to identify the existence of opportunities, the job design, performance feedback, punishments for good performance and other organizational barriers which could discourage the individual to perform up to his ability. If the main reason is identified as skill deficiencies then training would be considered to be the immediate solution. Consequently the attention would be drawn towards a cost and benefit analysis and then choosing the most appropriate technique. But if the reason it is found that the employee possesses the requisite skill and expertise then it must be understood that there are motivational barriers or other organizational barriers which require to be removed. Mager and Pipe are of the opinion that the immediate solution is performance management. Their idea was that instead of changing that, which an employee can do, it is rather advised to change some of the things in the environment in which he performs so that doing that same job appears to be more attractive for him and less repulsive and less difficult. This might include changing the existing duties and responsibilities of the employees, communication flows, authority or even incentives rather than training (Moore-a & Dutton, 1978, p.10). Implications of the Literature The implications for the literature review follows from the arguments presented in the literature review. The justification of assessments of training and development programs in organizations was long realized by researchers and scientists. Unless and until the location, scope, scale and magnitude of the training needs cannot be assessed, it would be practically impossible or useless to invest in the same. That is why organizations must increasingly focus towards making accurate assessments of the training needs and requirements such that resources are not wasted or misused (Moore & Dutton, 1978). It is seen that the training needs in the small and micro organizations are as intense and critical as the large organizations. This is because in a small firm, a single individual accounts for a major proportion of the employee force. Thus small firms are more critical towards considering the stake of all shareholders while assessing its training needs. Thus in this case the implication is that small firms must be more concerned with the cost effectiveness of the programs in comparison to the large firms. Also the assessments must be done to cater to the needs and requirements of individual employees rather than the organization on the whole. It is also possible to measure the deficiencies of individual employees accurately as the employee strength is small (Gould, Kelly & White & Chidgey, 2003). Major emphasis has been provided with regards to formal and informal training needs. It is seen that most organizations use informal modes of training needs assessment, like management requests, discussion with superiors or even through observations. These modes are not only considered to be informal but inaccurate too. They are not subjected to scientific analysis and techniques. This kind of training needs assessments only results in inaccurate analysis which consequently results in wastage of training resources. Most importantly it does not result in enhanced or improved productivity and renders the system useless (Moore-a & Dutton, 1978). The most important implication of the literature is that it throws insight into the most prominent questions like the actual problems which creates skill shortage and crisis. The careful look at the root of the problems would help to understand the reasons for the skill shortage or crisis. Firms must try and evaluate of the employees’ actually possesses the requisite skills and expertise in order to understand his skill requirements. Also it must provide a motivating atmosphere for the employees so that they can have the perfect work conditions for delivering the best. If the working conditions are not found to be fair then it can be understood that the de-motivating factors had been primarily causing the hindrance to his performances (Moore-a & Dutton, 1978, p.10). However, if the working conditions were found to be perfect, in terms of the compensations, remunerations, rewards and recognitions then the firms must realize the fact the lack of training programs was actually causing the low performance and that it could be removed through implementation of training and development programs (Moore-a & Dutton, 1978, p.10). Conclusion It can be concluded that the need for training is imperative in all organizations, big or small and so is the need to assess the need for the same. This is more so because of the dramatic changes that the world has been confronting with because of globalization and the rapid advancement of technology. Firms have been increasing the difficulty of keeping their workforce updated to the new skill and expertise requirements. That is why they have been focusing on the exact fields, extent, and time at which it must provide training. Thus the training needs assessments have increasingly gained ground in organizations so as to ensure that the right kind of the same is provided and at the right magnitude. The most important fact that has been revealed by researchers and practitioners is that there is a direct correlation between training programs and productivity and performance of employees in the organization. Even though the above fact is perfectly true, the need for training needs assessments cannot be ignored. This is because if the right scope, magnitude and timing of the training programs cannot be evaluated, then it would result in wastage of resources and would eventually result in increased costs for the company. However, there are certain other factors which need consideration in the process. It might happen that the skill shortage or productivity shortage of employees is prevailing in spite of the fact that employees are equipped in the required skill and knowledge. In such a case, the needs for training needs assessments become even more important. This is because in such a case it becomes important to identify the other factors which have causing the low productivity and performance. In such a case firms must identify the working conditions in which employees are working, or whether they are satisfied with the conditions or not. Very often employees remain dissatisfied with the existing conditions which results in poor performance and productivity. Thus it can be said that the need for training assessments is necessary, however, they can only be successful if the accurate reasons for low productivity can be traced and training can be provided in the right area and the right amount. Reference Barbazette, J. (2006). Training needs assessment: methods, tools, and techniques, Volume 1. John Wiley and Sons. Gould, D., Kelly, D., & White, I. & Chidgey, J. (2003). Training needs analysis. A literature review and reappraisal. Retrieved August 11, 2011 from http://www.sciencedirect.com/science/article/pii/S0020748903001913. McConnell, J. H. (2003). How to identify your organizations training needs: a practical guide to needs analysis, Volume 2. AMACOM Div American Mgmt Assn. Moore, M. L. & Dutton, P. (1978). Training needs analysis: Review and critique. Retrieved August 11, 2011 from http://www.jstor.org/pss/257543. Moore-a, M. L. & Dutton, P. (1978). Training Needs Analysis: Review and Critique. Retrieved August 11, 2011 from https://www.indiana.edu/~istr621/cho10fall/PDF%20Readings/Moore%20&%20Dutton%20(1978).pdf. Read More